The continuous improvement process should involve problem solving on the front line, resolving issues as they arise and putting procedures in place to prevent recurrence. There is insufficient communication and exchange of continuous improvement information in many businesses, each department working for itself
There comes a time when the continuous improvement process is so ingrained in a business that many of the problems it was originally intended to solve are regarded as the norm. The improvement process has been more one of working around problems than actually solving them. Rather than being accepted, they should be identified and eradicated, and the process should become one of resolving problems as they arise, rather than searching for old ones.
Here are three other fundamental aspects of the continuous improvement process:
1. Immediate Action
Problems should be dealt with immediately rather than reported back for others to solve. Without immediate action, the continuous improvement process is more difficult to apply and information available at the time is frequently lost.
This means empowering people to tackle problems when they arise, when issues are easier to resolve and immediate preventive action can prevent escalation. By taking immediate remedial action it is often possible to prevent recurrence of certain problems. Problems crossing two or more organisational areas can be effectively dealt with by personnel of each organisation or department.
2. Exchange of Information
Improvements implemented by one department in an organisation should be shared with others in the same organisation. By doing this, process improvements can be shared throughout the company. Ask yourself if this is happening in your business.
Unless you have regular networking or training programs where problem solvers involved in implementing the continuous improvement process can share information, then it will not be so. If your various departments have teams that protect their own achievements, then you have a problem: regular cross-functional meetings and training is an essential part of a company-wide continuous improvement policy, and active dissemination of remedial information as it becomes available is also advised
3. Training Leaders to be Able to Coach Others
The leaders at all levels of an organisation should have enough knowledge to be able to communicate effectively with those carrying out the work. If they lack sufficient knowledge of the detail of the work done by the company, then they should state the areas in which they lack knowledge and be willing to be trained in these areas.
They should then be able to coach others in the skills needed and also in the principles of concepts such as continuous improvement programs. Leadership training itself is a form of continuous improvement.
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